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dc.contributor.authorDamayanti, Retno
dc.contributor.authorHartono, Budi
dc.contributor.authorWijaya, Andi
dc.date.accessioned2021-11-22T12:46:56Z
dc.date.available2021-11-22T12:46:56Z
dc.date.issued2021
dc.identifier.citationDamayanti, R.; Hartono, B.; Wijaya, A. Complexity, leadership, and megaproject performance: a configuration analysis. "Journal of Industrial Engineering and Management", 2021, vol. 14, núm. 3, p. 570-603.
dc.identifier.issn2013-0953
dc.identifier.urihttp://hdl.handle.net/2117/356852
dc.description.abstractPurpose: Rapid worldwide growth in megaprojects has attracted academic interest. In practice, complexity is one of the main causes for the failure of megaprojects. This study proposes a system of project manager leadership to overcome problems of complexity in achieving success with a megaproject. Design/methodology/approach: This study uses configuration analysis, fuzzy-set qualitative comparative analysis (fsQCA), to investigate the combination of complexity and leadership competencies that promote megaproject success. This study analyzes three megaproject manager leadership competencies–technical, emotional–social, and adaptive–with three megaproject complexities–structural, social, and emergent–to determine the combinations and levels required to ensure a megaproject’s short- and long-term success. Seven Indonesian infrastructure megaprojects were involved in this explorative study. Findings: This study has identified four combinations between complexity and leadership competencies and three necessary conditions that can lead to a successful megaproject. This study also reports that insufficient project manager leadership competence in the technical, emotional-social, and adaptive aspects can lead to lower megaproject performance. Research limitations/implications: By using fsQCA, this study is sufficient to understand the combination of complexity and leadership competencies in the megaproject performance. However, configuration comparative analysis using small samples is unable to explain the results that are more rigorous compared with the statistical approach. Having higher cases and additional analytical approaches leading to a more robust quantitative analysis method is needed to address these limitations. Practical implications: For practitioners, this study proposes effective leadership competency combinations for managing various complexities of the megaproject. Originality/value: This study provides an insight into the competencies of megaproject management leadership. It contributes to the literature by providing fresh perspectives on megaproject management, especially in terms of complexity and leadership. This is an important research area for the development of megaproject management theory filling theoretical gaps in megaproject management in terms of the leadership aspect
dc.format.extent34 p.
dc.language.isoeng
dc.publisherOmniaScience
dc.rightsCreative Commons Attribution-NonCommercial 4.0 International License
dc.rights.urihttps://creativecommons.org/licenses/by-nc/4.0/
dc.subjectÀrees temàtiques de la UPC::Economia i organització d'empreses::Direcció d'operacions::Direcció de projectes
dc.subject.lcshProject management
dc.subject.lcshLeadership
dc.subject.otherComplexity
dc.subject.otherConfiguration analysis
dc.subject.otherLeadership
dc.subject.otherMegaproject performance
dc.titleComplexity, leadership, and megaproject performance: a configuration analysis
dc.typeArticle
dc.subject.lemacGestió de projectes
dc.subject.lemacLideratge
dc.identifier.doi10.3926/jiem.3476
dc.identifier.dlB-28744-2008
dc.description.peerreviewedPeer Reviewed
dc.rights.accessOpen Access
local.citation.publicationNameJournal of Industrial Engineering and Management
local.citation.volume14
local.citation.number3
local.citation.startingPage570
local.citation.endingPage603


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